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Introduction

For the third year running, Tholons presents the Global 50 Centers of Excellence - an exhaustive study which aims to provide an accurate means of assessment of Global Outsourcing destinations in relation to their capacities as service delivery centers. In recent years, we have noticed an increasing trend during our interactions with Tier I and Institutional clients. That is - there is an increasing need for a higher level of granularity when identifying potential Global Outsourcing locations. We are more often referring to specific locations such ‘Cebu City’ and ‘Monterey’ rather than broad designations of Philippines and Mexico. Further, clients have increasingly demanded a greater focus when we are asked to provide location assessment. The days of simply stating English literacy rate, or number of college graduates, have greatly evolved. Today, we are delivering location analysis to clients that are more detailed and more relevant in guiding their business decisions. When we refer to voice and English proficiency for example, we asses by specific segments such as comprehension, attention to detail and verbal aptitude. Likewise, this more granular method of segmentation is applied to other categories such as scale and quality of the labor force. Where indicating the total number of graduates may have been a sufficient point of reference five years ago, today we are enumerating the number of Engineering and Computer Science graduates on both a per country and per city level. As a reference point, Tholons identifies six general categories in providing location assessment. Within these six segments are fifteen sub-categories, each possessing a corresponding weight. Providing this level of detail allows for a more thorough analysis of locations and their long-term potential as Business Process Outsourcing delivery centers, where a business process can be IT, technology or any of the other business services lines such as finance and accounting, human resource, business analytics or R&D. For this report, Tholons utilizes the following categories in providing location assessment: • Scale & Quality of Workforce (including Education) • Business Catalyst • Cost • Infrastructure • Risk Profile • Quality of Life The parameters above are the very same components which differentiate cities, and to a large extent – determine their individual capacities to fulfill particular services. Cities with large, Englishproficient labor pools for example, may be better equipped to provide voice-based customer support while a smaller city with robust infrastructure and adequate supply of network engineers may be better candidates to provide IMS (Infrastructure Managed Services). Consequently, there is no definitive set or order of parameters which will provide a definitive advantage for each city across all service lines. Each parameter must take into consideration a number of determining factors: type of service, desired scale, and nature of delivery, to name a few aspects. Needless to say, the past eighteen months have been an incredibly dynamic period for the global Outsourcing industry. The ongoing downtrend of the US economy, the continuing maturation of the Outsourcing model, the rise of Tier II & III cities as delivery centers, the heightened level of competition and emergence of ‘global BPO providers’ are some of the key ecosystem movements we continue to closely monitor. We have noticed that with each fundamental shift in the market, stakeholders in turn are requiring a deeper understanding of delivery locations. This level of knowledge has become essential not only to maintain financial objectives, but more so to ensure competitive advantages and longevity in an increasingly competitive market environment. With each passing year, location assessment continues to be a moving and morphing target, with a new set of market variables that need to be considered. This is the challenge that Tholons readily accepts in delivering the Global 50 Centers of Excellence.

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City v/s Country
Location assessment based on a city perspective as opposed to a country level is reflective of the ongoing trend we are witnessing in the global Outsourcing arena. That is, service providers are looking to identify and tap the inherent capabilities and capacities of specific locations. This transition on how service providers view locations illustrate both the maturation of the Outsourcing model and heightened focus on service delivery optimization. Today, a single provider can have centers in multiple countries and cities, with each city having the optimal conditions to fulfill specific service lines. Software development can be done in Bangalore, customer service can be done out of Makati City, while Engineering Services are processed out of Krakow. The one-stop-shop country model has in fact given way to the more efficient, multi-city, bestof-breed city model. Further, the city perspective which location assessment now entails reflects the increased responsibilities which local government units now have in developing their respective areas. City officials, infrastructure providers, and local stakeholders are often better able to promote, stimulate and market their city’s specific capabilities as outsourcing service providers. Moreover, local stakeholders are able to address ecosystem concerns in a timelier manner. Many City Mayors and local government units for example, can provide city-specific tax incentives for locators, and Telco providers can deploy connectivity in a much more targeted scale. This pace of efficiency ultimately allows cities to move in a more efficient manner in attracting service provides into their fold. Consequently, nationwide agendas and developmental roll-outs as otherwise mandated by national Governments are often prolonged and drawn out – a pace unfavorable to most service providers. Though we highlight the increasingly vital role which individual cities play in a country’s Outsourcing arena, we do not discount the significance which national governments and institutional bodies play in shaping the industry. National governments and industry bodies are commonly tasked to provide guidance, policies and set direction. Likewise, these organizations provide essential monitoring and regulatory roles – ensuring that labor and business related concerns are managed and implemented. As such, the role of the city with regards to Outsourcing should not be viewed as one which has become entirely independent or separated from that of the country. Rather, one should view the evolution of the city as a direct result of a country’s inherent capabilities as an outsourcing provider. Referring to Prague as a Center for Excellence for Software Development or Ho Chi Minh for IT Outsourcing (ITO) processes for example, highlights the respective country strengths which have allowed them to deliver such services in those specific cities.

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Methodology
The Tholons Global 50 Centers of Excellence Report provides a weighted ranking of city-specific locations in relation to their respective capacities as Global ITO/BPO destinations. The following methodologies were implemented in fulfilling the report:

Primary Research Tholons utilized surveys and interviews with Tier I & II Service Providers and Service Consumers alike. These surveys were used to determine delivery and consumption trends for Global Outsourcing Services in specific destinations. Primary data gathering methodologies were also implemented to determine market and labor sizes as well as expansion strategies of Tier I & II Service Providers. Interviews with Governments, Industry bodies and related stakeholders were likewise performed during the data gathering process of the report – to provide both primary data and validation of Tholons analysis. Secondary Research Tholons utilized Secondary Research methods where primary means were not available. Historical data from Governments, global institutions and agencies, and monetary bodies were used to

provide economic related data. Publicly released data from Government sources were also considered when using country-specific market data. Publicly available financial records such as quarterly and annual reports, industry bulletins and trade publications were used to verify market assumptions and analysis. Quantitative & Qualitative Analysis Tholons employs a combination of quantitative and qualitative analysis in developing the weighted rankings in this report. Our proprietary weighing and ranking system were developed and refined by senior Tholons consultants. Further, qualitative analysis was implemented to provide perspective to the quantitative results of the report. Tholons carefully considered numerous variables when providing final rankings, and considered the impact which non-numerical data plays in the assessment of Global Outsourcing locations.